Transcript

[0:00] The thing with process is like, you already have business flowing in and it's already happening regardless.
So if you improve your processes and you got like, Hey, let's close more of the people that are coming into our door.
It's almost like, uh, you know, as close to a guaranteed as you'll get, uh, you know, ROI, right?
Because it's, it's, you're taking something that already exists that is more within your control and cleaning it up.
This is the Full Funnel Freedom Podcast, supporting sales leaders and managers to improve their sales funnels from people to prospects. I'm Hamish Nox. In this show, you'll learn how you can improve your results, lead a great team, and hit more targets with full funnel freedom.
Welcome to the Full Funnel Freedom Podcast. I'm your host, Hamish Nox. Today, we will be getting ideas and insights from Mustafa Morsi, president of Push Analytics.
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[1:20] So my guest today, Mustafa Morsi, is president of Push Analytics, a business consultancy firm that's in the top 10% of HubSpot agencies and is among best in class in helping their businesses grow and specifically optimizing their business processes.
Mustafa, welcome to Full Funnel Freedom.
Hey, Mitch, great to be on here. Thank you for having me.
Absolutely. I've given the audience the 30,000 foot view of who you are and what Push Analytics does.
Tell us your story. How did you get here? Why do you do what you do? The floor is yours.
Sure, sure, absolutely. So before kind of talking about push analytics, I mean, go back a little bit and talk a little bit about my background. So I have extensive prior B2B sales background, I've done tens of millions of dollars of deals, and was managing $150 million distribution area. And really, you know, working in a very complex industry, a complex sale, it was within the construction industry, and it's like a lot of different parties and aspects to the sale and to the deal, one deal could have, like five different entities that are parties to it.
And then, you know, a plethora of people there.
And you understand the importance of like process and really making sure that everything is running properly and working properly.
And, you know, one thing led to another led to another. And now here I am, you know, running a business consultancy firm.
And a lot of what we do is we're able to help people with processes amongst other things and really overlay the processes with technology.

[2:45] To make their businesses function a lot smoother, a lot cleaner, and be able to help them scale and do better with the same amount of resources.
Very cool. I'm a huge fan of process and technology. So let's dive deep into this, talking about processes.
And for, I know a lot of entrepreneurs, I'm sure you've had this experience.
The process either lives in their head or it's like, well, I just kind of go with the flow.
It's like, well, that's great, but that's not a way to build a sustainable business.
So when you're first engaging with someone to talk about processes, What are some of the common pushbacks you hear around process and how do you help your clients it's overcome those mindsets.
Yeah. So it's funny. So one thing we like to actually ask people is.

[3:29] You know if i'm in a room and i ask people like hey what do you think of your processes right now a lot of times uh you know a good amount of people some of them will be like we don't have process and then i'm like well that's that's already right there like big, number one thing nobody doesn't have processes right so the definition of a process is something that basically gets your point a to point b you know through a series of steps so if you're a business and you have any any amount of customers you have a process now the thing is because a lot lot of people don't know that they're not optimizing it.
So your process might be very sophisticated or it could be spreadsheets or it could be that you write stuff on a napkin and hand it to the customer and that's your process.
Right. But that's still a process, right? So, um, you know, uh, and that, and it's very important to first understand is that no matter what you have a process.
So if you're avoiding the conversation, um, you're not like, it's not something you don't have to worry about.
It's actually just means that you're doing that much worse optimizing.

[4:24] Fair, fair enough. So I love that outlook because yeah, we all do have processes, but they may not be able to communicate.
Like you said, this on the napkin thing, I see that with leaders who are, I was like, well, how do you train your staff?
It's like, well, I just kind of sit with them and show them.
It's like, well, that's also not very efficient and not very helpful.
So once we get across the bridge of everybody's got a process, it just may not be optimized.
How do we take our clients and how do you get your clients down the journey of optimization?
Because it sounds like that's really the key magic that you provide among many other things.

[4:59] Yeah absolutely absolutely so you got a look at and we're actually putting together like now like a process guide but but anyhow what are the things we're talking about bring the god is that the i'm the business is almost like a body right and the body has a lot of different systems and each system has components like your digestive system your has components or a system whatever i'm and then So those components have to work within the system, but also the systems have to work within each other. So they have to, you know, collaborate together.
So the same way as the business, right? So the business works the same, where you have, and the easiest way to like start visualizing this is to look at, obviously, the number one thing in any business, which is customers, right?
So from the customer perspective, right, as they're going through these systems, as they first interface with your marketing, and then they interface with your sales or like lead gen efforts, and then the interface with your service and operations effort.
These are all different systems and like set of processes, but then they also have to juncture within each other.
So it's very important to like, understand these like distinctions.
Um, and that, that helps for like, um, kind of starting to think of like where you want to optimize and where you want to look at and how to connect it with, uh, other parts of the business.

[6:10] Let's double-click on the whole customer side because we can all get up in our heads as sales leaders of like, oh, well, we'll do this and then we'll do this and we'll do this and magic.
But we're forgetting the key component, which is the customer experience.
From your perspective, how can we better optimize our processes from the customer perspective instead of getting up in our own head?

[6:35] Yeah, exactly. This is where something really key, Because a lot of times you end up having people that maybe.
Want to push a certain process or whatever, or sometimes people end up getting people to do process.
I've seen this a lot in corporate, but they don't have any idea what the customer journey even looks like.
So the process ends up being cumbersome. Your salespeople really resist it because they're a little bit more in tune with the customer. They're going to be like, well, this makes no sense.
And salespeople already are a little process resistant sometimes anyways, cause you just got a lot going on.
Um, so they're going to resist that.
And then, um, it's just not, not going to happen. So you always, a good process really is able to cover from both sides, right?
So you understand, it has a very in-depth understanding, however, setting it up of the customer journey, what the customer is seeing and what's important to the customer, while at the same time taking like the organizational needs and things they need to do in consideration and overlaying that in a way that doesn't add friction to the customer, which is really, really important.

[7:27] Yeah, we want to be as frictionless as possible with our customers without being pushovers, right? We definitely don't want to be pushovers, but we also don't want to unintentionally create friction with our buyers. So how do you encourage your clients to go about understanding that client perspective? I mean, I've heard people do like you pretend to be a buyer and try to go through your own buying process. I've seen people talk to their existing clients or people who were in the funnel but didn't buy. So what are the processes that you go through with your clients to help them understand that client journey better so they can optimize?
Absolutely. So it depends on where the client is at with their processes. But usually if they, if it's not something that they've thought of before or have optimized before, usually actually the client does have, like when you get key stakeholders on and you just interview them, they have a good understanding. If you've got like the sales leader, sales managers on.

[8:18] You know, the people who are driving the process have a good understanding of what happens on the sales aspect of it, but not necessarily a good understanding of how to like improve it and stuff like that.
So getting those people in the room that know, like, okay, look, I know that I need to send my client a quote and send them this and do this, and I know I need to have these touch points to be able to get an order, right.
No idea how to organize them or put them on paper or have like a system around it.
But I know this.
Uh, so that's, that's, that's usually like a good, uh, a good starting point. Um, there are.
Obviously another case is somebody that kind of like, like the corporate situation.
I told you about built the process and it's just not really working.
And usually they end up in that situation because the key stakeholders on the, sales side themselves are not involved.
So that's a lot of times you happen, you get like somebody, you know, that worked at like, um, I don't know, consultancy firm or investment bank or something that got hired in some corporate role, and then that person's driving sales processes, but really has no idea how the transaction works.
It is not involving the sales team either. So that's where that's.
You always want to make sure you have somebody involved from the customer base.
Very true, because otherwise we're doing everything in a vacuum and it's all great.
It's all great in the ivory tower, but in the real world, we actually have to sell stuff.
So when we look at optimization, so okay, we've established we all have processes.
We now have established that the processes are in some sort of a form that we can follow.

[9:42] Where do we start optimizing? What's the first step to optimizing our processes from a sales building our funnel perspective.
Yeah. I always track, like looking, going back to the customer thing, we said, looking at the customer and like, kind of, as they move through and start looking of like where you need to start.
Uh, I mean, a good place to start is usually where the customer starts interfacing with you with some level of interest as a lead, so like the lead management process.
So if I were doing like a visual here, I'd have a process board up and I'd show the first process as like the lead management, uh, lead management process.
When somebody comes and is interested in interfacing with your business, what What happens there? How do you keep track of that? What key information do you need?
What's your follow-up cadence? Who gets assigned that lead? What's our assignment strategy?
What happens if the sales guy is on holiday? What's our backup?
And then you go and push in more and more deeper into the customer journey.
But sales is actually one of the first processes that you want to fix, and you start from a little bit before sales at the lead gen stage.
At the lead gen stage, perfect. So then, all right, so let's advance.
We've got the lead gen, we figured that out, we're frictionless here.
Now we're actually gonna be engaging with a salesperson.
And so when we look at that from a leadership perspective, how do we optimize our client facing interactions with our sales team.

[11:03] So, um, so basically once you get to, um, you know, once you get to the sales side of the process, I mean, the one thing that the things you want to watch out for, and you want to build your process around, look, the sales guys are, are interfacing with the clients and that may or may not be an issue, right.
But you want to make sure that nothing is falling between the cracks, which really happens a lot, especially if an organization is, um, you know, the salespeople have a lot of accounts.
There's a lot of, you know, there's a lot of turnaround. there's, you know, whatever people are moving around, people were getting promoted, whatever the case may be, um, that, that happens less, you want to make sure that nothing falls between the cracks and every customer has like a consistent experience. All right. So whether that's leveraging follow-ups, leveraging, um, you know, making sure that you're taking the key information, intake information from the customer so that everything is kind of in like, Oh, we didn't miss that. This guy would be really interested in this product because they're, you know, this type of business, but we forgot to ask them like three months ago. And now.

[11:59] You know, and now we kind of missed the ball and being able to quote like an additional opportunity. So getting the right questions in and the right cadence in and the right logging in to be able to have things fall between the cracks is the first thing. Fair enough and so speaking of logging, you're a HubSpot agency and I'm a fan of HubSpot. I use it as well. So when we look at now taking the logging and the processes to ensure that we have data to analyze as a leader, what are some of the best practices you're coaching your clients to do to make sure that we are actually getting the data in the CRM that's going to be useful for us going forward.
Absolutely. Yeah. So CRMs are very important and you can do definitely a lot with them. And I know.

[12:45] A lot of people in sales, when they hear the word CRM, they kind of run for the hills sometimes because unfortunately there's been a lot of historical bad CRM implementations. So it's given the CRM space a bad name when it comes to sales, but that doesn't always have to be the case, right?
So, um, but the way we look at it is it's two different parts.
So the first part is building out that process in the flow before you even get to a tool and then overlaying whatever you said you want to execute, like, Hey, we said that we need to follow up with the customer two times before they show up to a meeting and send them a post meeting, uh, you know, follow-up deck, uh, so that they can like, you know, understand our offering and then do another meeting to do a proposal.
Let's say we decided, Hey, that was the process, right? So that that's the process regardless.
We, that is in the business context. Now we need the tools to execute that process.
So that's where, you know, like when we do HubSpot implementations, that's where we're like, okay, now let's take this and translate it to HubSpot.
See if we need any additional tools to bring in, uh, to be able to do it that way.
So, um, the best, the first advice I have on any CRM, whether it's HubSpot, we work with others as well, Salesforce, whatever, is you have to make sure that it's a business first approach.
Like you took what the business needs and then have a very clear plan of what that is, and then you started figuring out how to implement that.
A lot of times we see it done backwards where somebody had a CRM and we jump in and it's like, yeah, we've had this and we kind of just like put whatever standard features or whatever, set up, copied, whatever set up.

[14:11] And we don't even know what we did. We don't know why we have this automation.
Like we don't know. There is no strategy document that governs that there is no business process that overlaid that.
And then they get confused. People aren't using it. We see this a lot.
People that have had a lot of tools, including HubSpot for like five years, six years, it was never set up properly, never set up to the business.
And it just kind of attrition out of usage.
And, you know, the usage is all legacy stuff. if that's like a maze to navigate.

[14:36] Absolutely. It resonates with me. A previous organization, I was with one of our senior executives who was not in any way involved in the sales side, had a friend who at a company that, let's just call it a very dynamic CRM. And it was a beta version. And they basically forced it down on us in the sales team. And it was one of those bad implementations. It was no business case.
And all of us are like, this is actually making us worse at our job.
Like, we're trying to make sure that the lights stay on. Why are you doing this to us? And then.

[15:09] Eventually we replace that with something else that allowed our sales force to actually excel because it was actually implemented from a business perspective, as you said.
So as a sales leader, sorry. So let's say that I come in as a sales leader and we've already got an existing CRM, I didn't get to pick it, maybe it was implemented badly. What are a couple of tips that you would share with that person to actually make their CRM something that is useful because they already invested in it, it's a sunk cost, it's not being well used, how do we actually get it right after the application.

[15:50] You could obviously fix it, right? I mean, you come in, you say, like, hey, my house, my basement wasn't built properly. I mean, we can basically help rebuild your base without tearing it down for the most part, right? So the first thing I'd look at is like, what features you are using in that CRM? I mean, like we do that, like, you know, I was just on a couple calls recently with, you know, a lot of sales leaders and stuff. And it's like, hey, like, have an existing CRM, what are we doing? And it's like, okay, you know, we've, we have this for years, we don't use much, But here's the stuff we do use, right?
So sometimes you'll find that there are some things that you still are using and that's good. We want to keep the good, right? We don't want to just redo things for the sake of redoing it.
So maybe like, Hey, I use this for poor.
Um, I use this to be able to pull information. A rep might be like, I use it to track my.
You know, sales. So I could see if I get quota. So then you take whoever's using it and be like, okay, this is the stuff that's being used now. And it could be a subset of your org.
So maybe only one or two reps are using it because they'll be more savvy.
So you're like, okay, these guys are getting this value out of it.
It, we want to be able to drag that value on to everybody else.
Maybe make it easier to use more accessible.

[16:53] Um, so that's, that's really the first thing. Um, and then we would talk about, um, we would still talk about like the key juncture points of the process that we feel like we're missing out that we do want to be tracking.
So I might ask you like, okay, Hey, where do you feel like the biggest like blind spot is or point is, and you might already have some idea cause you already have a CRM.
So you might be like, you know, I have no idea how many quotes we have to follow up on.
I have no idea. We quote a lot, you know, we're good with that, but I really don't have any idea how many quotes we have to follow up on.
And, um, you know, we know that when we follow up, we get more business, which is usually the case with larger ticket sales, um, yeah, we follow up, we get more business yet, we don't really have a good way of following up.
So then we kind of start and say like, okay, what can we do to like fix that immediate problem and then kind of expand from there, beautiful.
That, uh, so when we look at, so we, when we look at CRMs and tech and add-ons, as you just said, the spark, a thought of around AI, because, you know.

[17:45] A is a huge conversation going on right now what are you seeing from an AI perspective as it relates to processes and optimization from from your clients right now yes i think it's very important to be able to you know and again that's why it's always important to do not look at the process thing you're trying to solve and then decide the tools so is another one of those tools i could fit into some aspects of it where again in the example I mentioned earlier, it's like, hey, let's say we want to, we know we want to send a post-call follow-up email with a summary, for example.
Well, you could have had an AI note-taking app that you incorporated as part of the process.
You could have had AI note-taking app and you could take that and you could pull up a summary and then be like, okay, I'm going to send this, I'm going to tweak it a little bit, and I'm going to send that and you save a lot of time.
So you have to zoom out and look at the specific, zoom out, look at the overall picture, and then be able to zoom in and be like, okay, this is what we're going to do.
Um, we're going to use AI. So there, there are places where you can use it, um, and different tools.
It's good for summaries.
Uh, it's good. I mean, there's a lot of different, a lot of people mean a lot of different things by AI now. I mean, obviously generative AI.
Um, but then also, um, you know, there's a lot of other aspects of AI as well.
Again, like note taking is a big one, uh, recording stuff like that.
So, uh, but it's, it's understanding where we want to use it in the business and where we're going to use it to drive success, um, and not just like.

[19:04] You know, Hey, we're going to plaster AI everywhere because we I've heard people doing that, it's cool.
Oh, oh shiny, we should go get that. Yeah, absolutely.

[19:15] So Mustafa, I did process, we could chat process CRM stuff all day.
I do have a few questions for you as we are wrapping up today.
So number one, let's say you could go back to younger Mustafa, go back however far you like, and you can say, hey, younger Mustafa, you are gonna be running an amazing agency in the future, top 10% of HubSpot, you're gonna have this great company, et cetera, et cetera, but you're also gonna have a lot of scar tissue and a lot of bumps and bruises.
What would you coach your younger self to say or do differently so you get to the same place, but you got maybe a little less scar tissue and fewer bumps and bruises.

[19:53] Yeah, so my answer to that and to anything about doing anything differently is actually absolutely nothing, right?
So the thing is, you know, it's a very important, it's a very important thing.
And it's not just a, you might, some people might have heard this, right?
But it has actually a very important, something I learned early on is that it's a very important mindset to actually be able to have and embrace.
Like, look, you're a product of your experiences. You only got to the point you're at because of all the experiences you had exactly right.
And you, you don't sit there and say, Hey, I should have done this.
Sorry, I would have done that because that actually, we're going to psychology now, that actually triggers like the regressive part of your brain and you're kind of like looking back and you're like, you're worrying about things that you're not going to change anyways that actually are pretty good.
Like when you actually look at them in a different light, actually are pretty good.
And you're detracting from your energy that you have to be able to look at like influencing the outcomes, that you can do something about, which is things that you're working towards, right?
So actually if I go back, I would not change anything. I wouldn't even want to go back.
And just stay where I am right now. I love it actually by the best man at my wedding the night before we're all sitting around and it kind of got quiet and he looks at me, he's like, you know, I've been to plenty of weddings and usually the night before the groom is freaking out and as all, what am I, you know, have I made the right decision, et cetera, et cetera.
And I said, yeah, except all my choices have led me to this moment.

[21:14] I want to be here. So why would I want to change anything that I've done to this point?
Because I'm exactly where I want to be And I'm going in the direction that I exactly want to go.

[21:24] Exactly. Exactly. And people, a lot of times think it's, it's some people think like, oh, you know, whatever, it's just, this is not practical. Actually, if anything, it is the definition of practical, because it's like, you're like, I'm, I have limited energy that I'm going to focus the energy on things I can do.
And everything I have that I can't really do anything about is an asset.
I'm going to use that as an asset, right? I'm going to use my experiences and ask them to use as a strength.
I'm going to use that as something that I can use to move forward.
Right. So it's actually the definition of practical.
And by the way, it's a practice thing. When you do that more and more often for people who maybe haven't tried this before, you always hear that successful people do this or whatever.
But when you do that more and more often, it actually does trigger something in your mind to be able to very specifically focus way more sharply than you would otherwise be able to.
I 100% agree with you. And all of our experiences are lessons and we just choose how we want to use those lessons.
Whether as you said, we can go into that regressive regret mode, or we can actually be like, okay, what did I learn and how can I use it to build my future going forward?
Absolutely, absolutely. And some of the best salespeople that I've worked with are people like, it was like a thing, like you lose, like let's say a big order that you were working on or whatever, like we'll get the next one, we're on to the next one.
I don't plan to sit there and worry about it. Like, you know, learned what I learned then we'll get the next one. Those are some of the best salespeople.
People would sit there and just be like, they're not usually the good.

[22:44] Very, very fair. Uh, so looking at your personal and professional development, cause as we got to know each other, you are someone who is, is always learning, what are you reading, listening to, or watching right now that our audience might want to check out?

[22:58] Yeah. I mean, in general, um, uh, the way I structure like kind of my reading and like learning is, is like her on categories of things. Right.
Um, so, uh, I mean, always obviously keeping up to date with like the latest technology, as far as like it comes to like business, like CRM, stuff like that, we do a lot on the e-commerce part, different side of the business.
We also do like a lot of like, um, you know, growth marketing and stuff.
That's how we started. So keeping up with like e-commerce trends and like really understanding how that's going.
I personally read a lot of, um, in general, um, World event news.
I think it's kind of important to like, just not too much, but just be able to, I mean, I do read a lot, but just to keep up with, um, like kind of the trajectory of like things that are happening, like, you know, uh, Just, just to understand how that might impact you or like something to look out for.
Um, and then, um, obviously, you know, generative AI, like staying on top of that, I think it was like very key to understand like where technology is headed, it's obviously like a very new time for it, uh, understand where that's heading and, and just think of like, Hey, um, where can I use that to like drive, uh, efficiency, I think, I think it's important when you are reading to like, not to like keep a level head.
Right. I mean, there's a lot of.
There's a lot of like everything out there, like, like the media, unfortunately media and everything, like just clickbait is king for like driving up, you know, traffic, right? So it's like, um, people sometimes have a lot of hype, some people under hype. It's more like, okay, let me just be, at least stay informed and be able to understand what I can use this for to impact our agency and.

[24:25] To just impact day-to-day life. Fair enough. Yeah. Well, it's incentives, right? And I was a journalist and media is incentivized to get more eyeballs because we get more eyeballs, you get more ads. And so what I'm hearing is you've got a process for are really filtering what you're reading.
So you read a lot, so then you can distill down into what is, without using an overly charged word, real to you and how it's gonna affect your business.
Is that an accurate way of looking at that? Yeah, yeah. It's not even about real and not real.
I mean, it's more like, you know, like you wanna take the facts and kind of leave the emotion out.
Like if somebody is writing an article about like, oh my God, this thing is like, you know, going to do all these things, right?
But this is what it does today. Like, I just wanna know what it does today.
I don't want to know like the emotion that you're trying to interject behind it, which I understand like, right. I mean, like I said, you worked in media and stuff like that.
They got to do that on some level, you know, whether we agree with it or not.
That's kind of their business model.
But it's like, you can still take that and just distill the information that you need and not really get caught up in the hype one way or the other.
Absolutely. Yeah. It's, it's, it's, it is, like you said, their, their business model, you know, we, we, we don't blame the lion for running down the gazelle.
That's just their incentive and we, that's, that's, that's what they do.
And so when we, but when we know it, then we can at least go, Oh, I know what you're doing.
So I'm going to look at this in a bit of a different way, because now I understand that if I just follow a linear path, you're, you're potentially going to lead me in a direction.
I don't want to go in.

[25:52] So that that's where, that's where I look at it now, uh, as we were wrapping up Mustafa, um, what, what, uh, what do you, what would you like to plug a closing thought and insight that you'd like to leave the audience with the floor is yours.

[26:06] Yeah, absolutely. I mean, uh, insight wise, again, I'd say definitely, um, don't undervalue the value of your processes and make sure to me, process is the easiest place to actually get wins.
I mean, we do all this stuff, I guess, I'm marketing and growth ads and stuff like that with marketing and ads, you have to spend a lot of money and then build this ad engine.
And then, you know, it takes time to like actually get results on it.
And then you may or may not, but those numbers, depending on your business or whatever, may or may not be something good for you and they have to do like all this, uh, content, like a lot of different things. They have to do a lot to get to the point where you might see ROI.
The thing with process is like, you already have business flowing in and it's already happening regardless.
So if you improve your processes and you got like, Hey, let's close more of the people that are coming into our door, it's almost like a, you know, as close to a guaranteed as you'll get, uh, you know, ROI, right?
Because it's, you're taking something that already exists that is more within your control and cleaning it up.
Right. So, uh, I think process is a very, very huge win, um, especially for sales organizations, uh, which, uh, sometimes again, because of the way sales people or sales organizations don't usually.

[27:11] Like, it's not going to ever be driven by like the salespeople, like, Hey, we need better process usually.
Right. So, um, but it's a very key thing if done, right. If it's not done, right.
That's a different story.
And we're happy to talk to, um, uh, I mean, really we're happy to talk to whoever, um, you know, from listening to this podcast, uh, happy to extend like a 20 minute session.
If somebody wants to come in and, uh, you know, Hey, I want to pick, pick our brains on like, I have this, I have this business problem.
I don't know what I should do. You know, I, I need help with processes, whatever.
We're happy to have a 20 minute session.
I can give you like a calendar link, like a calendar link Hamish, or we can do, or we can do, go to pushanalytics.com slash full funnel, and you'll be able to come in here and book something.
Very cool. We'll absolutely put that link in the show notes.
Thank you for that very, very generous offer of your time.
So audience, take Mustafa and his team up on that 20 minute offer.
I'm sure you will get something that will advance your business and keep your funnel consistently full.
Mustafa, I've loved our visit today. I look forward to carrying our chat on offline.
Thank you for being a guest on Full Funnel Freedom today.
Absolutely perfect, thank you for having me Hamish.

[28:21] You've been listening to the Full Funnel Freedom podcast. I've been your host, Hamish Knox.
Today we've got ideas and insights around processes and optimizing our processes from Mustafa Mursi, president of Push Analytics, a firm that is in the top 10% of HubSpot agencies.
The Full Funnel Freedom podcast is brought to you by Sandler Calgary.
Sandler Calgary's clients desire to dominate their niche and seek to scale sustainable, seek to scale their sales sustainably.
If that sounds like you, go to www.hamish.sandler.com forward slash how to Sandler for more details and to book a 15 minute initial call.
Thanks for listening. Leave us a review and a rating.
Share this episode with a sales leader in your network who you care about.
And until we connect on the next episode, go create full funnel freedom.
Thank you for listening to Full Funnel Freedom with Amish Knox. If you want to increase your sales with ease, go to Full Funnel Freedom.

[29:19] Music.